Aims
The aims of the project engagement meeting are to:
- Define what success looks like by recording all "business as usual" requirements
- Demonstrate that Readysell 8 can satisfy all of the "business as usual" requirements
- Agree on a project plan that will meet all of the "business as usual" requirements. While causing a minimum of disruption to the business and to your customers
Attendees
- A senior support officer from Readysell
- The A project leader for your business
- Some involvement by power users/department heads
- Brief discussion with operations staff
Duration
- One day for sites that don't use the service module and are less than five users
- Two days for all other sites
Process
- Describe the project structure (one hour)
- Document and sign off the "business as usual" requirements by completing and signing of a checklist (three hours)
- Training "boot camp" in which we demonstrate examples of how Readysell will deliver all of the agreed business as usual requirements
Descriptive Note
- Before my site visit we would:
- Install a demo Readysell 8 program on a computer/virtual machine
- Setup a demo scanner and mobile app
- Convert much of your data into the demo program as is required to review the requirements
- Send you a link to a project the shared project control document, the business as usual checklist, several customer data review checklists. Those materials to be discussed during the meeting
- During the visit I would like to:
- Sit down with all key stake holders, better understand their requirements and help them understand what Readysell 8 could do for them and their teams
- The project leader needs to attend all sessions on the two days. Key stake holders would only be required for an hour or two. Some of the key stake holders might include the book keeper, the service manager, the warehouse key person, the purchasing officer
- Take the time to talk individually with some of the leading operations staff members in addition to the key stake holders. To capture their insights and help bring them on board with how the project might help them. We can often score a lot of small wins by considering the wider team when planning the project
- Some of the deliverables from my site visit could include:
- A definition of what success looks like. Supported by a quantified lists of the hours saved, business process improvements, gp GP improvements etc. that might be expected from a Readysell 8 conversion.
- Enough training to allow the project leader and key stake holders to be comfortable with navigating Readysell and exploring it’s its capabilities
- A pro-forma project timeline showing the resources and time spans required to implement each stage of the project
- A list of gaps where it was not appropriate to demonstrate how Readysell would meet a "business as usual" requirement do to something not yet being ready
- All key staff comfortable with the scope of changes they can expect and what the project will mean to them and their teams.
Greg Payne needs to contact will be contacting you before the project engagement meeting to discuss any costs and charges that might be involved.
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